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Ian Greener, Barbara E. Harrington, David J. Hunter, Russell Mannion, and Martin Powell

Print publication date: 2014

Print ISBN-13: 9781447307112

Published to Policy Press Scholarship Online: January 2015

DOI: 10.1332/policypress/9781447307112.001.0001

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‘Central Control’ Reorganisation in the NHS in the 2000s

‘Central Control’ Reorganisation in the NHS in the 2000s

(p.53) Four ‘Central Control’ Reorganisation in the NHS in the 2000s
Reforming healthcare

Ian Greener

Barbara E. Harrington

David J. Hunter

Russell Mannion

Martin Powell

Policy Press

This chapter considers how Labour put in place a series of organisational changes based around the goal of achieving greater ‘central control’ over implementation (or ‘delivery’, as it became known) during the 2000s. It considers the use of performance management systems in both hospitals and GP surgeries, but with, the authors argue, very important differences that affected the relative successes of such systems in those different contexts. It also suggests modifications to performance management and clinical governance systems in order to improve their effectiveness.

Keywords:   Labour, central control, performance management, clinical governance, hospitals, GP surgeries

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